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Insights from knowledge exchange in Communities of Practice713just so much more going on that, for a lot of colleagues, this is really something like %u2018oh dear, that%u2019s going to come as well%u2019. I think we have to make sure that we can put the interests of the client first with this new implementation. (Support staff worker, meeting 1C)Implementation determinantsHindering and facilitating factors Hindering and facilitating factors can be recognised in many of the themes and subthemes. Examples were the overburdening and stress of care professionals as well as the frequent crises due to challenging client behaviours. In these situations, support staff showed resistance to implementing innovations. Also, a lack of information and communication were mentioned as barriers. Examples of facilitating factors were the organisation%u2019s commitment to an innovation, embedding the innovation in regular work processes, investigating the resistance of support staff teams, and providing them the attention and resources they need to innovate. Stakeholder engagementEngagement of stakeholders (support staff, clients or their representatives) was believed to facilitate implementation. According to the CoP participants, engaging support staff to determine which method will be implemented, giving them time to discuss their doubts, resistance, ideas and find their own solutions, promoted the likelihood of successful implementation. An expert-by-experience added that openness about implementing innovations to clients with intellectual disabilities would potentially improve this even more. I think there should be much more dialogue with clients and support staff. Like, this is going to change: what does that mean. What does that mean for support staff. And also openness towards clients. That openness gives me the feeling of %u2018I matter%u2019, which also makes it much easier for me to understand. (Expertby-experience, meeting 1S)